Planning and Operations Staff Products Using MDMP

Planning and Operations Staff Products Using MDMP
Adjutant General Warrant Officer Basic Course Man The Force Develop HR Planning and Operations Staff Products Using MDMP Provide HR Services SHOW SLIDE: HR PLANNING AND OPERATIONS ADMINISTRATIVE DATA: Academic Hours/Methods 0 hr/5 min Introduction 5 hrs / 15 min Conference / Discussion 0 hrs / 40 Min Practical Exercise 1 hr / 00 Min Test 0 hr/ 15 min Test Review 0 hr/25 min Summary 8 hrs / 00 Min Total Hours INTRODUCTION. The HR planning and operations core competency provides commanders with the ability to ensure continuous human resources support throughout an operation. The S-1 plays an important role in the military decision making process (MDMP) and in executing operations orders; consequently, it is important for you to understand the human resource inputs into decision-making and problem-solving processes. Classroom discussions will introduce you to the brigade S-1’s human resource planning responsibilities and documents, such as personnel (running) estimates and sections of the unit operations order for which the S-1 is responsible. MOTIVATOR. HR staff officers at every command level, starting with the battalion S-1, perform HR Planning and Operations. Effective HR Planning and Operations requires HR providers to have a firm understanding of the full capabilities of HR units and organizations. This understanding allows the HR provider to better anticipate requirements and inform the commander. HR providers must understand how to employ doctrine in any operating environment and be technically competent in the current HR systems, processes, policies, and procedures required to support Soldiers and commanders engaged in full spectrum operations. Coord Personnel Support JUNE 2016

Terminal Learning Objective
ACTION: Develop Human Resources (HR) Planning and Operations Staff Products using Military Decision Making Process (MDMP) CONDITIONS: Using readings, classroom discussions, presentations and doctrinal publications including FM 1-0 (HR Support), ADP 4-0 (Sustainment), FM 6-0 (Commander and Staff Organization and Operations), ATP (Techniques for Effective Knowledge Management), ADRP 5-0 (The Operations Process) and awareness of the Operational Environment (OE), variables and actors. STANDARD: Demonstrate a knowledge of MDMP through classroom participation and successful completion of all HR planning practical exercises and briefings that include the following learning activities: 1. Communicate HR Plans and Operations Doctrine 2. Conduct HR Planning using MDMP 3. Prepare a Synchronization Matrix 4. Prepare an HR Planning Considerations Brief 5. Prepare a Personnel Appendix SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective. INSTRUCTIONAL GUIDANCE. NOTE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and indentified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least 1 of the 8 critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time. SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety. RISK ASSESSMENT LEVEL. Low. ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: Student will be assessed when they give a Mission Analysis Briefing to their instructors, who will be playing the role of a brigade commander. After the briefing students will receive feedback. INSTRUCTIONAL LEAD-IN. HR Planning and Operations is the means by which the HR provider envisions a desired HR end state in support of the operational commander’s mission requirements. The MDMP is a process that integrates the activities of the commander, staff, and subordinate commanders in developing an operation plan order. It establishes methods for understanding the situation and analyzing a mission; developing, analyzing, and comparing courses of action; selecting the most favorable course of action; and producing an operations plan or order.

HR Planning and Operations
“HR Planning and Operations is the means by which an HR provider articulates HR operations to support the operational commander’s mission requirements.” Must have a firm understanding of the full capabilities of HR units and organizations Understand how to employ doctrine in any operating environment Be technically competent in current HR systems, processes, policies and procedures Understand how HR support is delivered in an OE Need to collaborate with other staff elements, HR planners, and HR providers is necessary in order to optimize HR support SHOW SLIDE: HR PLANNING AND OPERATIONS SHOW SLIDE: LEARNING ACTIVITY 1: COMMUNICATE HR PLANS AND OPERATIONS DOCTRINE Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 40 mins Media: Large Group Instruction The operations process synchronizes the HR planning functions which include: Plan: Making plans that support the operational mission and providing commanders with options on how best to utilize HR assets within their organizations. The HR planner is focused on translating the commander’s visualization into a specific COA. Prepare: Preparing and setting the conditions for success requires an understanding of the operating environment. HR providers anticipate requirements and set into motion activities that allow the force to transition to execution. Execution: Making execution and adjustment decisions to exploit opportunities or unforecasted requirements providing commanders with the flexibility required to be proactive. Assess: Continual assessment allows the HR provider to learn and adapt as new information becomes available that provides a clearer picture of the operating environment. HR planning and operations is a continual process that supports a commander’s ability to exercise mission command.

Fundamentals of the Operations Process Principles Integrating processes Continuing activities Battle rhythm Running estimates SHOW SLIDE: HR PLANNING AND OPERATIONS (PLANNING) Figure 6-1 depicts the fundamentals of the Operations Process which includes Principles, Integrating processes, Continuing activities, Battle rhythm, and Running estimates.

Operate HR Command and Control (C2) Nodes includes the establishment, operation, and maintaining connectivity to HR data and voice communicates nodes needed for HR Operations SIPRNET NIPRNET eMILPO EDAS COPS MEDPROS RLAS RCAS SHOW SLIDE: HR PLANNING AND OPERATIONS Operating of HR mission command nodes is establishing, operating, and maintaining connectivity to HR data and voice communications nodes needed for HR operations. HR mission command nodes are required to enable HR personnel access to HR databases and should provide access across all commands and echelons, and to higher and lower elements. FM 1-0, para 6-30, Operation of HR Mission Command Nodes includes establishing, operating, and maintaining connectivity to HR data and voice communications nodes needed for HR operations. HR mission command nodes are required to enable HR personnel access to HR databases and must provide access across all commands and echelons, and to higher and lower elements. This slide depicts just a few of the key enabling systems HR professionals must be able to access DTAS DCIPS TPS TOPMIS FM 1-0, para 1-25

Check on Learning Which of the following is NOT an HR Planning Function? a. Planning b. Preparing c. Assessing d. Developing Which term describes the establishment, operation, and maintaining connectivity to HR data and voice communication? a. HR C2 Data b. HR C2 Node c. HR C2 Systems d. HR C2 Connectivity SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED.

HR Planning Using the MDMP
Man The Force HR Planning Using the MDMP HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: HR PLANNING AND OPERATIONS SHOW SLIDE: LEARNING ACTIVITY 2: CONDUCT HR PLANNING USING MDMP Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 1 hr, 10 mins Media: Large Group Instruction

MDMP – ADRP 5-0 Chapter 1 – Fundamentals of the Operations Process
Chapter 2 – Planning Chapter 3 – Preparation Chapter 4 – Execution Chapter 5 – Assessment An iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order “The Military Decision Making Process is an iterative planning methodology that integrates the activities of the commander, staff, subordinate headquarters, and other partners to understand the situation and mission, develop a course of action and produce an operation plan or order for execution. The MDMP helps leaders apply thoroughness, clarity sound judgment, logic and professional knowledge to understand situations, develop options to solve problems, and reach decisions. SHOW SLIDE: MDMP The MDMP process should be familiar to all of you based on your real-world experiences and training. The Army has two planning processes: the MDMP and troop leading procedures. Troop leading procedures are used by leaders at company and below (See ADRP 5-0, para 2-65). The MDMP applies to Army units with a staff and during all operations. Following the MDMP process helps commanders and staff organize their thinking, and apply thoroughness, clarity, sound judgment, logic, and professional knowledge in reaching decisions and developing plans. The MDMP is much more than simply selecting a COA. It results in a series of products, including updated running estimates, intelligence products, and control measures needed to execute the operation. ADRP 5-0 (para 2-114) defines control measure as a means of regulating forces or warfighting functions. Every decision does not require the full MDMP. In fact, the MDMP is often inappropriate for making decision during execution. The MDMP produces a plan or order that establishes numerous instructions to help control a specific operation. These instructions and control measures are based on coordination done during the MDMP process. Many control measures remain unchanged throughout an operation. However, commanders change them when necessary to keep an operation directed towards the end state. When the situation requires a major adjustment to the order, the staff often performs the MDMP in time-constrained environment to change the plan and resynchronize the operation. In other instances, commanders and staffs may not have enough time to perform the MDMP. In these instances commanders, supported by staff, make a decision and develop a quick plan of action. ADRP, 5-0, Para 2-52, MDMP

MDMP Roles Commander Staff FM 6-0, Paragraph 9-8 thru 9-11
The commander is in charge of the military decision-making process and decides what procedures to use in each situation. The commander’s personal role is central: his participation in the process provides focus and guidance to the staff. There are decisions that are the commander’s alone. The less time available, the less experienced the staff, or the less accessible the staff, generally the greater the commander involvement. The Chief of Staff or XO manages, coordinates, and disciplines the staff’s work and provides quality control. A military staff is a single, cohesive unit organized to help the commander accomplish his mission and execute his other responsibilities. The staff is an extension of the commander, although the staff has no command authority of itself, and is not in the chain of command. The staff exists to serve the commander and provides support to other subordinate commands. SHOW SLIDE: MDMP ROLES The commander is in charge of the MDMP and decides what procedures to use in each situation. The planning process hinges on a clear articulation of his battlefield visualization. The commander is personally responsible for planning, preparing for, and executing operations. From start to finish, the commander’s personal role is central: his/her participation in the process provides focus and guidance to the staff. However, there are responsibilities and decisions that are the commander’s alone: - The commander issues the initial guidance. - The commander approves the restated mission The commander states the commander’s intent. - The commander issues subsequent guidance. - The commander approves the CCIR (Commander’s Critical Information Requirements) - The commander approves the COA (Course of Action). - The commander refines the commander’s intent. - The commander specifies the type of rehearsals. - The commander specifies the type of order to issue. - He or She makes all risk decisions. The time available, personal preferences, and the experience of the staff drive the amount of direct involvement from the commander. The less time available, the less experienced the staff, generally the greater the commander involvement. The commander uses the entire staff during the MDMP to explore the full range of probable and likely enemy and friendly COAs, and to analyze and compare his/her own organization’s capabilities with the enemy’s. The staff effort has one objective, to collectively integrate information with sound doctrine and technical competence to assist the commander in decisions, leading ultimately to effective plans. The CofS or XO manages, coordinates, and disciplines the staff’s work and provides quality control. The CofS or XO must understand the commander’s guidance because they supervise the entire process. The CofS or XO ensure the staff has the information, guidance, and facilities it needs. They provides time lines to the staff, establishes brief back times and locations, and provides instructions. By issuing guidance and participating in formal and informal briefings, the commander and the CofS/XO guide the staff through the MDMP. Such interaction helps the staff resolve questions and involves the entire staff in the total process. The selected COA and its implementing OPORD are directly linked to how well both the commander and staff accomplish each phase of the MDMP. FM 6-0, Paragraph 9-8 thru 9-11 "Your staff won't win the war for you, but it can prevent you from winning." BG John E. Miller

Knowledge Management Is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making Supports improving organizational learning, innovation, and performance Processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers Helps commanders make informed, timely decisions despite the fog and friction of operations Enables effective collaboration by linking organizations and Soldiers requiring knowledge Enhances rapid adaptation in dynamic operations Applies analysis and evaluation to information to create knowledge Defining information requirements is an important aspect of knowledge management to focus development of knowledge products (e.g., CCIRs) Four components of KM People Processes Tools Organizations SHOW SLIDE: KNOWLEDGE MANAGEMENT Knowledge management is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making. Knowledge management supports improving organizational learning, innovation, and performance. Knowledge management processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers. Knowledge management has FOUR major components: People-includes individual experience, expertise, or insight. Leaders use tacit knowledge to solve problems and make decisions. Leaders engage subordinates’ tacit knowledge to improve organizational learning and enhance the unit’s innovation and performance. Processes-The five-step knowledge management process aligns people, processes, and tools in the organization and culture to create shared understanding. Tools—information Various factors determine the tools used including mission, availability, and determination of the simplest or most effective tool for the required purpose. The tools are non-digital, digital, or used in combination. Organization-An organization is a matrix where people, processes, and tools function to integrate individual and organizational knowledge and learning strategies. Individual knowledge includes acquired ideas, beliefs, values, and knowledge. Knowledge management capabilities contribute to a learning organization. Organizations such as staff, squads, and larger groups bring these attitudes, feelings, values, and behaviors together. Knowledge management exists to help commanders make informed, timely decisions despite the fog and friction of operations. It also enables effective collaboration by linking organizations and Soldiers requiring knowledge. Knowledge management enhances rapid adaptation in dynamic operations. It applies analysis and evaluation to information to create knowledge. Since a wide range of knowledge might affect operations, the commander’s information requirements may extend beyond military matters. Defining these requirements is an important aspect of knowledge management. Establishing their CCIRs is one way commanders define their information requirements. The CCIRs focus development of knowledge products. ATP

What is the HR field grade role in the
Military Decision Making Process? What you want… Asking the right question… Optimal decisions Wisdom Therefore? Situational understanding Field grade Knowledge Which means? Company grade SHOW SLIDE: FIELD GRADE ROLE IN MDMP Instructor notes: The purpose of this slide is to provide a technique for the field grade on how to approach analysis of a problem. The goal is to get the students to understand their future role as field grades so as to assist the commander and staff with situational understanding and ultimately with making optimal decisions. Instructor Notes: Based on the last two slides there should be some discussion and possibly new awareness by the students as to their future role as a field grade officer and in particular during the MDMP. Possible questions you might ask the students include: Is this a useful method to approach situational understanding? How does this method of thinking change your understanding of the role of field grade officers? How can you use this during the MDMP over the next several days and in the future? Information So what? Situational awareness Data What?

Orders Production, Dissemination
KEY INPUTS KEY OUTPUTS STEPS Higher headquarters plan or order or a new mission anticipated by the commander Commander’s initial guidance Initial planning timeline Step 1: Receipt of Mission WARNING ORDER Higher headquarters’ plan or order Higher headquarters’ knowledge and intelligence products Knowledge products from other organizations Design concept (if design precedes mission analysis) Problem statement Mission statement Initial commander’s intent Initial planning guidance Initial CCIRs and EEFIs Updated IPB and running estimates Step 2 Mission Analysis WARNING ORDER COA statements and sketches - Tentative task organization - Broad concept of operations Revised planning guidance Updated assumptions Mission statement Initial commander’s intent, planning guidance, CCIRs and EEFIs Updated IPB and running estimates Assumptions Step 3 COA Development Step 4 COA Analysis Refined COAs Potential decision points, branches and sequels War game results Initial assessment measures Updated assumptions Updated running estimates Revised planning guidance COA statements and sketches Updated assumptions (War Game) Updated running estimates Refined COAs Evaluation Criteria War-game results Updated assumptions Step 5 COA Comparison Evaluated COAs Recommended COAs Updated running estimates Updated assumptions SHOW SLIDE: MDMP PROCESS NOTE: MDMP Chart from ADRP 5-0, Figure Remind students of the seven step process and talk through the process. Commander selected COA and any modification Refined commander’s intent, CCIRs, and EEFIs Updated assumptions Updated running estimates Evaluated COAs Recommend COA Updated assumptions Step 6 COA Approval WARNING ORDER Sync Matrix Step 7 Orders Production, Dissemination and Transition Approved operation plan or order Subordinates understand the plan or order Commander selected COA with any modifications Refined commander’s intent CCIRs and EEFIs ADRP 5-0, Figure 2-6

(1 of 8) Input Receipt of plans, orders and guidance from higher HQs New mission anticipated by the commander Process Gather tools Update HR Estimate Conduct initial assessment Output Cdr’s initial guidance Initial operational timeline Initial WARNO Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – RECEIPT OF MISSION Step 1 is the receipt of plans, orders, and guidance from higher headquarters or a new mission anticipated by the commander. This step should include the commander’s initial guidance and a decision to conduct initial planning, to include timelines. This step concludes with a warning order to the staff or subordinate units. HR planners will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army’s primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities. (See ATTP 5-19, Composite Risk Management, for more information). CRM is a five-step process that also serves as an integrating process for the sustainment warfighting function in Army operations. The CRM subjectively quantifies probability and severity through the use of the Army risk assessment matrix leading to a determination of risk level. Risk levels help show relative significance and serve to alert and inform leaders as they make decisions regarding the COA selection and resource allocation. CRM also assists leaders in deciding where and when to apply sustainment assets and information. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(2 of 8) As part of Mission Analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies CCIR and EEFIs. HR Planners need to consider: How does the commander’s intent focus HR support efforts? Unit and system capabilities, limitations, and employment including ability to access voice and data systems for HR/C2 Unit organization for HR Operations / Manpower allocations Personnel Strength Data / Unit Strength Maintenance HR Support and Services Prepare estimates for Personnel Replacements based on casualties, non-battle losses, and projected administrative losses Prepare Casualty Estimates Command and support relationships Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – MISSION ANALYSIS During this step HR planners conduct mission analysis. As part of the mission analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies initial commander’s critical information requirements (CCIR) and essential elements of friendly information are identified. NOTE: Facilitate a student-centered discussion on factors HR Planners should consider. Step 7 Orders Production

(3 of 8) Mission Analysis (con’t) Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Resource allocation and synchronization of organic and supporting units Locations and movement of HR units and supporting HROB Current and near-term (future) execution of HR support Updating the running estimate / personnel estimate Knowledge of unit mission and mission of supported/supporting units Identify key specified and implied tasks Identify constraints and how the end state affects HR shortfalls Identify key facts and assumption Prepare, authenticate and distribute the HR Plan in the form of approved annexes, estimates, appendices, and OPLANS Identify initial CCIRS and EEFIs Issue / receive warning order update Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – MISSION ANALYSIS (CON’T) NOTE: Facilitate a student-centered discussion on factors HR Planners should consider. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(4 of 8) The COA Development phase for the HR Planner involves: Development of a broad concept of operation and sustainment concept Revising planning guidance as necessary Determining HR resources required to support each COA Reviewing each COA to ensure it supports the commander’s intent Determining and refining casualty estimations for each COA Ensuring HR capabilities, strength impacts, and HR asset vulnerabilities are considered Ensuring deployment, intra-Theater transit or movements, and redeployment are considered Ensuring current and future HR operations are included in COA Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA DEVELOPMENT NOTE: Facilitate a student-centered discussion on the COA Development process. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(5 of 8) The COA Analysis (War Game) step is where COAs are refined, the running estimate is updated, and making changes made to the planning guidance. Specific HR planning actions include: Refining the status of all HR friendly forces Listing critical HR events in war gaming Determining how HR events will be evaluated Determining potential decision points, branches, or sequels Assessing the results of the war gaming (from an HR perspective) Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA Analysis (War Game) NOTE: Facilitate a student-centered discussion on the COA Analysis (War Game) Process Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(6 of 8) COA Comparison compares the COAs evaluated in Step 4 with the results of the war game to determine the recommended COA. Specific actions include: Refining COAs based on war game results Comparing relative success of achieving HR success by each COA Identifying the advantages and disadvantages of each COA Identifying any critical areas of HR support which may impact on each COA, if any Identifying major deficiencies in manpower or in number of HR units, teams, or squads Recommending the best COA from an HR perspective Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: COA COMPARISON NOTE: Facilitate a student-centered discussion on the COA Comparison. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(7 of 8) COA Approval. The commander selects and modifies the COA. Specific actions include: Selecting best COA; modifies as necessary Refining commander’s intent, CCIRs, and essential elements of friendly information Issuing the warning order Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – COA Approval NOTE: Facilitate a student-centered discussion on the COA approval process and commander’s intent. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval

(8 of 8) Orders Production. Prepare, authenticate, and distribute the operation plan or order. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development HR Planners will ensure Composite Risk Management (CRM) is included in each phase of the operations planning process. Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE: MDMP – ORDER PRODUCTION NOTE: Facilitate a student-centered discussion on the Orders Production process. Identify “best practices” students may have been involved with. Step 7 Orders Production Step 5 COA Comparison Step 6 COA Approval FM 1-0, para 6-10

Synchronization Matrix
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 CC DEPLOY BUILD UP MVMT TAA TO ATK ATK POS TO OBJ EST SEC & RES SVCS CIV AUTH / REDEPLOY SRP / SOLDIER READINESS / AVAIL STRENGTH / COORD REAR DET REPORTING TRACK BCT CMT POWER / INPUT TO CCIR/EEFI / COORD REAR DET RPT / USR TRACK BCT CMT POWER / REPL/CAS FLOW / COORD REAR DET RPT / USR MONITOR CRITICAL MOS / CAS RATES / CCIR & EEFI / COORD READ DET RPT / USR TRACK CBT PWR / CROSS-LEVEL ACROSS BCT / COORD READ DET RPT / USR TRACK CBT PWR / CROSS-LEVEL ACROSS BCT / COORD READ DET RPT / USR PRM ID CRITICAL SHORTFALLS / MONITOR GAINS / BUILD MANIFEST IN TPS EMPLOY DTAS; MONITOR SUBORDINATE UNITS MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; UTILIZE CLT TO TRACK CASUALTIES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; UTILIZE CLT TO TRACK CASUALTIES MAINTAIN BATTLE RHYTHM FOR DTAS UPDATES; COORD WITH REAR DETACHMENT PA Synchronize a COA across time, space, and purpose Visual and Sequential representation of Critical Tasks Can be used as an Annex to OPLAN / OPORD MAN THE FORCE FINALIZE REPORTING PROCEDURES FOR SUB UNITS ESTABLISH BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT MAINTAIN BATTLE RHYTHM FOR JPERSTAT SR EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMILPO DTAS DATA UPDATE MPFs / UPDATE EMILPO / DUIC POPULATED UPDATE ORB / ERB EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMILPO WITH DTAS DATA EMILPO CONTINUES AS SYSTEM OF RECORD; CONTINUE TO SYNC EMI WITH DTAS DATA PIM UPDATE DD93 / SGLV ‘ DEERS RAPIDS CAC / EST. CDR’S AWARD PGM AND POLICY CONTINUE TO PROVIDE EPS AS REQUIRED CONTINUE TO PROVIDE EPS AS REQUIRED CONTINU EPS AS AWARD PROCESSING; COMPLETE CASUALTY DOCUMENTATION; CAC ISSUE; CEREMONY SUPPORT EPS HR SERVICES COOR REAR DET EFFORTS W/FRG / DEVELOP SCMO ROSTER / REHEARSE BLACKOUT OPNS FOR NIPR CONNECTIVITY ID & COORD WITH MORTUARY AFFAIRS / CONTACT CLT AT CSH / MTF; ESTABLISH DCIPS ACCOUNT COORD WITH BCT SURGEON S3 / S4 FOR CASEVAC ROUTES MEDEVAC PZ CAS OPS PSTL OPS 1ST CLASS LETTER MAIL ONLY BPT TO ESTABLISH MAIL OPS (DISTRO PTS); 1ST CLASS MAIL ONLY EST HOLD ON MAIL AT TG; NO MAIL DISTRO DURING MVMT PHASE NO CH SHOW SLIDE: SYNCHRONIZATION MATRIX SHOW SLIDE: LEARNING ACTIVITY 3: PREPARE A SYNCHRONIATION MATRIX Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 15 mins Media: Large Group Instruction The synchronization matrix is a tool the staff uses to record the results of war-gaming and helps them synchronize a course of action across time, space, and purpose in relationship to potential enemy and civil actions. The first entry is time or phase of the operation. The second entry is the most likely enemy action. The third entry is the most likely civilian action. The fourth entry is the decision points for the friendly COA. The remainder of the matrix is developed around selected warfighting functions and their subordinate tasks and the unit‘s major subordinate commands. FM 6-0, Table 9-3 is a sample synchronization matrix tool COORD W/EXISTING CMD FOR MWR USAGE; COORD CHAP AND SJA SUPPORT COORD FOR CHAPLAIN ACTIVITIES AND SJA AVAIL NO CHANGE FROM PHAS PERSONNEL SPT MWR N/A COORD FOR BAND SUPPORT AT MEMORIAL SERVICES / VIP VISITS /CEREMONIES AS REQUIRED COORD FOR BAND SUPPORT AT MEMORIAL SERVICES / VIP VISITS /CEREMONIES AS REQUIRED COORD F AT MEM VISITS /CE REQUIRED ORT VIP BAND N/A N/A HR PLANS OPNS BPT TO ISSUE GUIDANCE / FRAGO ON TASK ORG; PREP UNIT AWARD/STREAMER CITATION REVIEW REDEPLOYME ESTABLISH / UPDATE TI GUIDANCE / PUBLISH FRAGO PREP REDEP CEREMONIES DEPLOYMENT CYCLE SPT PGM N/A N/A N/A SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE SIZE, DISPOSITION. LOCATION OF ENEMY ELEMENT ALONG ROUTE PIR N/A N/A N/A 1. REDIRECT / DELAY OF ANY CHALK 2. ANY BN UNDER 90% 1. REDIRECT / DELAY OF ANY CHALK 2. ANY BN UNDER 90% 3. KEY LEADER STATUS 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. ANY BN UNDER 90% 2. KEY LEADER STATUS 3. LOSS OF SUPPORT SRC-12 UNIT / ELEMENT 1. REDIRECT / DELAY OF ANY CHALK 2. ANY LOSS IN FORCE FLOW 3. NOTIFICATION OF NOK EEFI FM 6-0, Table 9-3

Check on Learning MDMP is one of the Army’s planning processes, what is the other? a. Troop Leading Procedures b. Troop Planning Procedures c. Iterative Planning Procedures d. Interactive Planning Procedures Which of the following is NOT a major component of Knowledge Management? a. People b. Processes c. Technology d. Training Facilities SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED.

HR Planning Considerations
Man The Force HR Planning Considerations HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: HR PLANNING CONSIDERATIONS SHOW SLIDE: LEARNING ACTIVITY 4: PREPARE AN HR PLANNING CONSIDERATIONS BRIEF Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 1 hr, 10 mins Media: Large Group Instruction

HR Planning PURPOSE CHARACTERISTICS
Assessment of the situation from an HR perspective Analysis of those COAs a commander is considering that best accomplishes the mission Evaluation of how HR factors influence each COA Draws conclusions and a recommended COA to the commander from an HR functional perspective Prepared as thoroughly as time allows in either a simple form or a preformatted digital product Revised continuously as planning factors, manning levels, facts and assumptions change Prepared at all levels of command from Battalion to ASCC by S-1s/G1s and HR Operations Branch planners Not necessarily prepared in a fixed sequence Provides a thorough clear, unemotional analysis of all pertinent data SHOW SLIDE: HR PLANNING HR PLANNING CONSIDERATIONSs are essential to mission analysis in order to provide the commander with pertinent and accurate information facilitating their COA decision. The HR PLANNING CONSIDERATIONS, like all other staff estimates, evaluates the mission and requirements, but with a focus on HR aspects of the mission. Conclusions are drawn, and recommendations are made concerning Soldier and unit readiness, the feasibility of various courses of action from the S1 perspective, and the overall effects of each COA before, during, and after the mission. When preparing the HR PLANNING CONSIDERATIONS, the S-1 should consider and include an assessments of both tangible (i.e. PA/SR status) and intangible factors (i.e. unit cohesion, morale, discipline). The end result should be a HR PLANNING CONSIDERATIONS that contains the S1s conclusions and recommendations about the feasibility of supporting major operational and tactical missions

Running Estimates Continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable. Assessment of the situation from a functional perspective Analysis of COAs the commander is considering to best accomplish the mission Analysis of functional factors and how they impact each COA Basis for each staff section’s recommendation during COA approval May be written or presented orally Used by staff officer to support decision making during planning and execution Continuously Considered Facts Assumptions Friendly force status Enemy activities and capabilities Civil considerations Conclusions and recommendations Personnel (S-1) Intelligence (S-2) Operations (S-3) Sustainment (S-4) Civil Affairs (S-5) Signal (S-6) Information Operations Special Staff (as required) FUNCTIONAL STAFF ESTIMATES SHOW SLIDE: RUNNING ESTIMATES Running Estimates are a continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable. The commander and each staff section maintain a running estimate. In their running estimates, the commander and each staff section continuously consider the effects of new information and update the following: Facts. Assumptions. Friendly force status. Enemy activities and capabilities. Civil considerations. Conclusions and recommendations. The coordinating staff and each staff principal (e.g., S-1, S-2, etc.) develop facts, assessments, and information that relate to their functional field and assist HR Planners in developing their recommendations. Commanders maintain their running estimates to consolidate their understanding and visualization of an operation. The commander’s running estimate summarizes the problem and integrates information and knowledge of the staff’s and subordinate commanders’ running estimates. Each staff element builds and maintains running estimates. The running estimate helps the staff to track and record pertinent information and provide recommendations to commanders. Running estimates represent the analysis and expert opinion of each staff element by functional area. Staffs maintain running estimates throughout the operations process to assist commanders in the exercise of mission command. Each staff element and command post functional cell maintains a running estimate focused on how its specific areas of expertise are postured to support future operations. Because an estimate may be needed at any time, running estimates must be developed, revised, updated, and maintained continuously while in garrison and during operations. While in garrison, staffs must maintain a running estimate on friendly capabilities. Running estimates can be presented verbally or in writing. FM 6-0 Chapter 6

HR Planning Considerations Running Estimate Sample Format
MISSION: Commander’s restated mission resulting from mission analysis SITUATION AND CHARACTERISTICS: Characteristics of the AO: Discuss how the weather, terrain, civil considerations, and other AO-specific conditions affect the HR support to the planned operation Enemy Forces: Discuss any affect enemy dispositions, composition, strength, capabilities and COAs may have on the HR support to the planned operation Friendly Forces: Discuss current status of resources available from the HR perspective and other resources which impact HR support and compare requirements and capabilities to develop recommendations to solve discrepancies. Specific examples follow: Current subordinate unit manning levels/critical MOS shortages (consider all manning influences – Task Organization, R&R flow, Boots On Ground data, etc.) New personnel requirements resulting from the operation (language skills, ASI, etc.) Casualty estimates (as developed) Forecasted replacement availability Evacuation policy for the operation SHOW SLIDE: HR PLANNING CONSIDERATIONS – SAMPLE FORMAT NOTE: Facilitate student-centered discussion on the HR Planning Considerations format with students, including the need or requirement to modify the format.

Friendly Forces: (Continued) Supporting HR organizations (location, command/support relationship, controlling element) Supporting medical elements Replacement fill priority (Coordinate w/S-3/G-3) Crew/key leader replacement Projected postal flow/limitations Change to established PA / SR reporting flow/times Change to casualty reporting flow (CLT change, reporting changes) RSOI Reception HR impacts R&R schedule/flow operational impact (during operations conducted during sustained operations) Civilian and JIIM manning impacts on the operation focusing on strengths and personnel service requirements Specific Army G-1 Personnel Planning Guidance (PPG) impacts on the operation Status of other personnel service or personnel support factors (postal, MWR, legal support, MILPAY support) Sustainment Situation: Discuss the sustainment supporting organizations (TSC, ESC, Sustainment Bdes) and possible impacts on HR support to include: supported/supporting relationship, reporting requirements, transportation planned, MSR status, etc. SHOW SLIDE: HR PLANNING CONSIDERATIONS – SAMPLE FORMAT NOTE: Facilitate student-centered discussion on the HR Planning Considerations format with students, including the need or requirement to modify the format.

Assumptions: List any assumptions that affect the delivery of HR support for the operation COURSES OF ACTION: COAs: List friendly COAs to be Wargamed Evaluation Criteria: List HR evaluation criteria determined during COA analysis ANALYSIS: Analyze each COA using the HR evaluation criteria established during the COA analysis determining advantages and disadvantages of each COA COMPARISON: Compare COAs and rank order from the perspective of HR supportability based on Step 4. RECOMMENDATION and CONCLUSIONS: a. Recommendation: Recommend the most supportable COA from HR support perspective. b. Issues/Risks/Mitigation: List the issues, risks or deficiencies associated with the recommended COA and proposed mitigation to reduce the impact on the successful execution of the operation. SHOW SLIDE: HR PLANNING CONSIDERATIONS – SAMPLE FORMAT NOTE: Facilitate student-centered discussion on the HR Planning Considerations format with students, including the need or requirement to modify the format

Check on Learning True or False – One of the S-1’s role in the MDMP process is to determine Essential Elements of Friendly Information (EEFI)? a. True b. False Paragraph 4 (Sustainment) of the OPORD details the operation’s Sustainment support plan. What annex is generated from paragraph 4? a. Annex B b. Annex C c. Annex F d. Annex G SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED. Conduct a check on learning and summarize the learning activity.

Personnel Services Support Appendix
Man The Force Personnel Services Support Appendix HR Plans & Opns Provide HR Services Coord Personnel Support SHOW SLIDE: PERSONNEL SERVICES SUPPORT APPENDIX SHOW SLIDE: LEARNING ACTIVITY 5: PREPARE A PERSONNEL APPENDIX Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 1 hr, 40 mins Media: Large Group Instruction

Operation Order Situation Mission Execution Sustainment
(6) Force protection. (7) As required. 4. SUSTAINMENT a. Logistics. b. Personnel. c. Health System Support. 5. COMMAND AND CONTROL a. Command b. Signal ACKNOWLEDGE: [Commander’s last name] [Commander’s rank] OFFICIAL: [Authenticator’s Name/Position] ANNEXES DISTRIBUTION: [Classification] OPERATION PLAN/ORDER [number] [code name] References Time Zone Used Throughout the OPLAN/OPORD: Task Organization 1. SITUATION. a. Enemy forces. b. Friendly forces. c. Environment (1). Terrain. (2). Weather. (3). Civil Considerations. d. Attachments and detachments. e. Assumptions. 2. MISSION. 3. EXECUTION. Intent: a. Concept of operations. An operation order is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation. Traditionally called the five paragraph field order, an OPORD contains, as a minimum, descriptions of the following: SHOW SLIDE: OPERATION ORDER NOTE: This should be refresher for most students. Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs: Situation Mission Execution Sustainment Command and Control Paragraph 4, SUSTAINMENT, details the operation’s sustainment and human resources support plan. The SUSTAINMENT paragraph contains the support concept and information on logistics, personnel and health system support. ATTP (The Operations Process) para 1-13, contains additional information and guidance on the orders process. Situation Mission Execution Sustainment Command and Control FM 6-0, Figure C-2

Personnel Appendix Tab A – Human Resources Support
APPENDIX 2 (HUMAN RESOURCES SUPPORT) TO ANNEX F (SUSTAINMENT) Tab A – Human Resources Support Tab B – Financial Management Tab C – Legal Support Tab D – Religious Support Tab E – Band Operations SHOW SLIDE: APPENDIX 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT) REFERENCE: FM 6-0, Table C-2 We use annexes, appendixes, tabs, and enclosures to expand on an OPORD/OPLAN and increase the clarity and usefulness of the basic order: Annexes amplify and supplement instructions in the basic order. Appendixes expand annexes. Number the appendixes sequentially with Arabic numbers. Tabs expand appendixes. Letter them consecutively with capital letters. Enclosures expand tabs. Number them consecutively with Arabic numbers. Note that Battalions seldom use appendixes, tabs, or enclosures in their orders and brigades use them sparingly in their orders. Battalion and brigade orders usually do not contain enough information to warrant the use of these expanders. NOTE: Transition Slide to composition of the Personnel Appendix

Incorporate Flexibility Authoritative Expression
Operation Order Characteristics OPORD Brevity Positive Expression Qualified Directives Incorporate Flexibility Exercise Timeliness Clarity Simplicity Authoritative Expression Simple and direct to reduce misunderstanding and confusion Stated in the affirmative Use doctrinally correct terms and symbols Avoid meaningless expressions and indecisive or vague language Are brief, clear, and concise Contain assumptions Incorporate flexibility Allow subordinates time to collaborate, plan, and prepare their own actions Effective Plans and Orders SHOW SLIDE: OPERATION ORDER – CHARACTERISTICS (FM 6-0) C-27. The amount of detail provided in a plan or order depends on several factors, including the cohesion and experience of subordinate units and complexity of the operation. Effective plans and orders encourage subordinate’s initiative by providing the what and why of tasks to subordinate units, and leave the how to perform the tasks to subordinates. To maintain clarity and simplicity, the base plan or order is kept as short and concise as possible. Detailed information and instructions are addressed in annexes as required. C-28. Plans and orders are simple and direct to reduce misunderstanding and confusion. The situation determines the degree of simplicity required. Simple plans executed on time are better than detailed plans executed late. Commanders at all echelons weigh potential benefits of a complex concept of operations against the risk that subordinates will fail to understand it. Multinational operations mandate simplicity due to the differences in language, doctrine, and culture. The same applies to operations involving interagency and nongovernmental organizations. C-29. Authoritative expression through the commander’s intent is reflected in plans and orders. As such, their language is direct. Effective plans and orders unmistakably state what the commander wants the unit and its subordinate units to do and why. C-29. Instructions in plans and orders are stated in the affirmative. For example, “Combat trains will remain in the assembly area” instead of “The combat trains will not accompany the unit.” C-30. Plans and orders avoid meaningless expressions, such as “as soon as possible (ASAP).” Indecisive, vague, and ambiguous language leads to uncertainty and lack of confidence. C-31. Effective plans and orders are brief, clear, and concise. They use short words, sentences, and paragraphs. Use acronyms unless clarity is hindered. Do not include material covered in standing operating procedures (SOPs). Refer to those SOPs instead. C-31. Plans and orders possess clarity. They use doctrinally correct terms and symbols, avoid jargon, and eliminate every opportunity for misunderstanding the commander’s exact, intended meaning. C-32. Effective plans and orders contain assumptions. This helps subordinates and others to better understand the logic behind a plan or order and facilitates the preparation of branches and sequels. C-33. Plans and orders incorporate flexibility. They leave room to adapt and make adjustments to counter unexpected challenges and seize opportunities. Effective plans and orders identify decision points and proposed options at those decision points to build flexibility. C-34. Plans and orders exercise timeliness. Plans and orders sent to subordinates in time allow subordinates to collaborate, plan, and prepare their own actions. FM 6-0, Para C-27 thru C-34

Operation Order OPORD ANNEX F b. Personnel (1) Man the Force
(6) Force protection. (7) As required. 4. SUSTAINMENT a. Logistics. b. Personnel. c. Health System Support 5. COMMAND AND CONTROL a. Command b. Signal ACKNOWLEDGE: [Commander’s last name] [Commander’s rank] OFFICIAL: [Authenticator’s Name/Position] ANNEXES DISTRIBUTION: [Classification] OPORD [Classification] ANNEX F (SUSTAINMENT) TO OPORD XX] 1. SITUATION. 2. MISSION 3. EXECUTION 4. SUSTAINMENT a. Logistics b. Personnel c. Health System Support 5. COMMAND AND CONTROL ACKNOWLEDGE: [Authenticator’s last name] [Authenticator’s rank] APPENDIXES: 1. Logistics 2. Personnel Services Support 3. Health System Support DISTRIBUTION: ANNEX F b. Personnel (1) Man the Force (2) HR Services (3) Personnel Spt (4) HR P&O SHOW SLIDE: OPERATION ORDER This sample annex (Figure D-6) provides fundamental considerations, formats, and instructions for developing Annex F (Sustainment) to the base plan or order. This sample annex follows the five-paragraph attachment format. Commanders and staffs use Annex F (Sustainment) to describe how sustainment operations support the concept of operations described in the base plan or order. The chief of sustainment (G-4[S-4]) develops Annex F (Sustainment) per Appendix D of FM 6-0. Appendix D, FM-6-0, Figure D-6

TAB A TO APPENDIX 2 TO ANNEX F HR INPUT
Reference: Time Zone Used Throughout the OPLAN/OPORD: (Local) SITUATION. a. Area of Interest b. Area of Operations c. Enemy Forces d. Friendly Forces e. Interagency, Intergovernmental, and Nongovernmental Organizations and Contractors who Deploy with the Force f. Civil Considerations g. Attachments and Detachments h. Assumptions Mission. Include information affecting HR operations not covered in paragraph 1 of the OPORD/OPLAN or information that needs to be expanded. SHOW SLIDE: TAB A TO APPENDIX 2 TO ANNEX F ATTP 5-0.1 RUNNING ESTIMATES IN THE OPERATIONS PROCESS, para Commanders and staff sections immediately begin updating their running estimates upon receipt of mission. They continue to build and maintain their running estimates throughout out the operations process in planning, preparation, execution, and assessment. RUNNING ESTIMATES IN PLANNING, para 8-8. 6-8. During planning, running estimates are key sources of information during mission analysis. Following mission analysis, commanders and staff sections update their running estimates throughout the rest of the MDMP. Based on the mission and the initial commander’s intent, the staff develops one or more proposed COAs and continually refines its running estimates to account for the mission variables. The updated running estimates then support COA analysis (war gaming) in which the strengths and weaknesses of each COA are identified. The staff relies on its updated running estimate to provide input to the war game. Following COA analysis, the staff compares the proposed COAs against each other and recommends one of them to the commander for approval. During all these activities, each staff section continues to update and refine its running estimate to give commanders the best possible information available at the time to support their decisions. The selected COA provides each staff section an additional focus for its estimates and the key information it will need during orders production. Key information recorded in the running estimate is included in orders, particularly in the functional annexes. RUNNING ESTIMATES IN PREPARATION, para 8-9. 6-9. The commander and staff transition from planning to execution. As they transition, they use running estimates to identify the current readiness of the unit in relationship to its mission. The commander and staff also use running estimates to develop, then track, mission readiness goals and additional requirements. RUNNING ESTIMATES IN EXECUTION, para During execution, the commander and staff incorporate information included in running estimates into the common operational picture. This enables the commander and staff to depict key information from each functional area or war fighting function as they impact current and future operations. This information directly supports the commander’s visualization and rapid decision making during operations. RUNNING ESTIMATES IN ASSESSMENT, para 8-11. 6-11. Each staff section continuously analyzes new information during operations to create knowledge and understand if operations are progressing according to plan. Staffs use their running estimates to develop measures of effectiveness and measures of performance to support their analyses. The assessment of current operations also supports validation or rejection of additional information that will help update the estimates and support further planning. At a minimum, a staff section’s running estimate assesses the following: Friendly force capabilities with respect to ongoing and planned operations. Enemy capabilities as they affect the staff section’s area of expertise for current operations and plans for future operations. Civil considerations as they affect the staff section’s area of expertise for current operations and plans for future operations. NOTE: Facilitate student-led classroom discussion on the sections, format, and content. State the mission of the HR functional area in support of the base plan or order Running Estimates begin upon receipt of mission and continue through all phases of the Operations Process to include: Planning  Preparation  Execution  Assessment

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
By-name management of location and duty status Tracking personnel movement as they arrive at, depart from, home station, APOE/APOD Location of supporting PAT How does HR operations support the Commander’s intent and concept of operations? Establish priorities of support for each phase of the operation. Execution. a. Scheme of Support List any new personnel requirements (language, ASI, etc) Replacements Key leader or crew replacement Other manning guidance Manning Levels Critical MOS shortage Reporting requirements Timelines Other info impacting operations (1) Manning the Force (a) Personnel Accountability PRM issues impacting: Current capabilities Future requirements Retention Current Readiness Status All actions relating to Casualty Reporting Submission of reports Notification of NOK Assistance to NOK LOD Determination AR 15-6 investigation Disposition of remains and PE Military burial honors Casualty mail Location of CLTs Casualty Estimates Timelines (b) Strength Reporting All info to support postal operations Logistics and planning for issues such as air/ground transportation Specialized equipment, facilities, etc. Hours of operations Postal finance operations (stamps, money orders, etc) Accountable mail Claims and inquires (c) Personnel Readiness Management List each function that supports individual career advancement and development, proper identification documents, benefits entitlements, recognition of achievement or service. Awards and Decorations Promotions and Reductions Evaluations MILPAY Leave and Pass Separation/LODs (d) Personnel Information Management HR Services that have a direct impact on a Soldier’s: Status Assignment Qualifications Financial Status Career Progression Quality of Life (2) Provide HR Services Information available to assist commander in decision making process for HR functions and actions ID systems, priorities, NIPR/SIPR requirements, system access and availability SHOW SLIDE: TAB A TO APPENDIX 2 TO ANNEX F NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. (a) Casualty Operations Management (b) Essential Personnel Services (c) Postal Operations 36

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
Functions that affect MWR Include info on: MWR augmentation Unit recreation Books Sports programs Rest areas for brigade-size and larger units Community support programs such as ARC, AAFES, and family support program. (3) Personnel Support (a) Morale, Welfare, and Recreation Describe how CIPs impact operations Information should include: Voting EO ASAP Family Readiness (b) Command Interest Programs List only instructions applicable to two or more subordinate units not covered in the base order. ID and highlight any functional area-specific timings, information themes and messages, risk reduction control measures, and environmental considerations (4) HR Planning and Operations List functional area tasks to specific subordinate units not contained in the base order b. Tasks to Subordinate Units Describe how HR Planning and Staff Operations support the operational mission and effective ways of achieving success. Include expected requirements and outcomes identified in the MDMP process and in establishing and operating HR nodes Command. State the location of HR functional leaders and command relationships Liaison Requirements. State the HR liaison requirements not covered in the base order Signal. Address any HR-specific communications requirements such as connectivity (SIPR/NIPR), bandwidth, port accessibility, hardware setup and systems vulnerabilities. c. Coordinating Instructions ID priorities of sustainment for functional area key tasks and specify additional instructions as required. Refer to Annex F (Sustainment) as required NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. 4. Sustainment 5. Command and Control 37

Check on Learning As the S-1, you are responsible for preparing the HR Planning Products for an upcoming operation. Which of the following tangible and intangible factors would you NOT consider when developing your HR Planning Products for Enemy Forces? a. Disposition b. Capabilities c. Composition d. Casualty Estimates Which paragraph would you find information about enemy forces in the operations order? a. Mission b. Situation c. Execution d. Sustainment e. Command and Control SHOW SLIDE: CHECK ON LEARNING NOTE: THIS IS A BUILD SLIDE. MOUSE CLICK IS REQUIRED. Conduct a check on learning and summarize the learning activity.

Summary HR Planning and Operations Doctrine HR Planning Using the MDMP
HR Synchronization Matrix HR Planning Considerations Personnel Services Support Appendix SHOW SLIDE: SUMMARY HR Planning and Operations Doctrine HR Planning Using the MDMP HR Synchronization Matrix HR Planning Considerations Personnel Services Support Appendix

Terminal Learning Objective
ACTION: Develop Human Resources (HR) Planning and Operations Staff Products using Military Decision Making Process (MDMP) CONDITIONS: Using readings, classroom discussions, presentations and doctrinal publications including FM 1-0 (HR Support), ADP 4-0 (Sustainment) FM 6-0, (Commander and Staff Organization and Operations), ATP (Techniques for Effective Knowledge Management), ADRP 5-0 (The Operations Process) and awareness of the Operational Environment (OE), variables and actors. STANDARD: Demonstrate a knowledge of MDMP through classroom participation and successful completion of all HR planning practical exercises and briefings that include the following learning activities: 1. Communicate HR Plans and Operations Doctrine 2. Conduct HR Planning using MDMP 3. Prepare a Synchronization Matrix 4. Prepare an HR Planning Considerations Brief 5. Prepare a Personnel Appendix SHOW SLIDE: TERMINAL LEARNING OBJECTIVE NOTE: Inform the students of the Terminal Learning Objective. Learning Step / Activity 6. Practical Exercise Method of Instruction: Practical Exercise (Performance) Instructor to Student Ratio: 1:32 Time of Instruction: 30 mins Media: Individual, Self-Paced Instruction Learning Step / Activity 7. Practical Exercise Review Method of Instruction: Conference / Discussion Time of Instruction: 10 mins Media: Large Group Instruction NOTE: Conduct a check on learning and summarize the learning activity. Learning Step / Activity 8. Test Method of Instruction: Test Time of Instruction: 1 hr Media: Individualized, Self-paced Instruction Learning Step / Activity 9. Test Review Method of Instruction: Test Review Time of Instruction: 15 mins Summary

Planning and Operations Staff Products Using MDMP

Similar presentations

Presentation on theme: "Planning and Operations Staff Products Using MDMP"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Planning and Operations Staff Products Using MDMP

Similar presentations

Presentation on theme: "Planning and Operations Staff Products Using MDMP"— Presentation transcript:

Similar presentations

About project

Feedback